1. مســـؤوليات الســلامـــة
This initiative is focussed on improving health and safety performance across
all Halliburton operations in Oman.
The incident data gathered over the last three years has produced a general
picture which is fairly consistent across all of our activities and is mirrored
in many other industries.
A common drive to address the identified issues should then be beneficial
across our operations.
This initiative is led by Marc Edwards the VP for ESG Oman.

2. السـلوكيـــات السليـــمــة 2003
المحافظــة على مسؤوليات الســـلامـة و
قبـول مســؤوليات الســلامة
من أجـل
الســـــــلامـــــة
Historically throughout the world and across many industries, a large number
of people were being hurt in workplace accidents year after year. Many steps by
governments, industries and companies have been established to prevent workplace
fatalities and injuries from occurring. However, people are still being seriously hurt in
our Oman Oil and Gas industry.
We have made some progress in reducing our number of incidents and this can be partially
attributed to advances in technology, resulting in better designs, and the controlling of hazards
more effectively. But a significant factor was the change in attitudes from blaming the
injured party and dismissing the people involved in accidents, to establishing the cause of
the accident and putting in place the measures required to prevent re-occurrence.
To move to this position it was necessary to remove the distrust between employers
and employees and to achieve the correct level of communication. Also the gathering
of all of the relevant facts associated with an incident enabled a ‘NO BLAME’ culture to be
adopted by most companies. With time this has ensured a more open and honest approach to
incident reporting and subsequent investigation. What does seem to have been lost within
the context of a ‘NO BLAME’ culture is the personal responsibilities and accountabilities
which everyone one of us has contractually and legally to maintain.
What we need to do is create an environment where our responsibilities and
accountabilities are maintained by every employee in the company

3. السـلوكيـــات السليـــمــة 2003
بغض النظر عن الدور الذى نقوم به أو عن المركز الأدارى أو موقع أو قسم العمل نحن جميعا نتساوى فى المهام والوظائف تجاه ما يلى:
العـمــل بســـلامـــة
المحافظـة على سـلامـة الآخرين
إتباع علامات وقواعـد وتعليمات السلامة
We all have an obligation to
work safely,
actively watch out for the people we work with and
follow the safety signs, rules, processes and procedures that
have been put in place to ensure our health and safety.
In most parts of world there is also a legal obligation under various Health and
Safety legislation for us to follow these requirements.
Also remember it is a customer contract requirement that we provide safe
Systems of work and we also work safely
Which of these three bullet points do we carry out best in Halliburton?
The answer is ‘looking after others’, we have an affinity to look after other,
children, older people and those we feel responsible for. Also it is easier to see
others in situations that could lead to accidents than see ourselves in similar
situations. We are not good at looking after ourselves and we do not always
follow the safety information we have been given.

4. السـلوكيـــات السليـــمــة 2003
إن معظـم الحوادث التى تحدث فى جميع الأقسام والوظائف ومواقع العمل ترجع إلى :
حوادث فردية
أثناء أداء الأنشطة الروتينية المتكررة
فى بيئة عمل لا تتصف بالخطورة من السهل تجنب حدوثها عدم التفكير فى خطوات السلامة قبل الأقدام على العمل
From the analysis of the data gathered over the last 3 years we are starting to see
less high level failings within our safety management system and a common trend of
incidents developing which involved people on their own. This would uphold
the previous slide as if you are working on your own here is nobody
looking out for you.
However, working on your own means that you are not being influenced by
anyone else so any At Risk behaviour is up to the individual.
The fact that the incidents are happening during routine activities in low risk
environments indicates that we are not always ‘Thinking Safe’ and engaging
our minds before our hands. We may have a belief that we have carried out the
activity so many times that we no longer see any hazards that are associated
with it. In contrast we have had few incidents which involved high risk activities
like, radiation, high pressures, heavy lifts, chemical handling etc.
With hindsight it is always easy to say an incident is avoidable but often the
causes associated with an injury are really straight forward. For example
hurrying, taking short cuts, not looking where we are going or being
distracted or losing concentration.
بالأضافــة إلى

5. السـلوكيـــات السليـــمــة 2003
أثبتت الدراسات بأن جميع الحوادث ترجع إلى تجاهل ما يلى:
إجراءات السلامة
قواعد السلامة
علامات السلامة
العمل بسلامة
التحكم فى تقييم المخاطر
معلومات السلامة
تعليمات السلامة
يتم
تجـاهلها
One major improvement across Halliburton over the last four or five years has been
the generation of procedures and processes which have health and safety processes
embedded within them. Safe Systems of work are common, the majority of risk
assessments have been carried out and there is currently more safety information and instruction than ever before.
Unfortunately what incident investigation has been showing us is that although we
often have much of the above in place the incident has resulted because people have
ignored the requirements that have been set out.
None of the above safety interventions have any value if they are not adhered to and
through application continuously checked for appropriateness and accuracy. All of the above are living processes and must be followed. If changes to the people, equipment materials, environment or processes occur then these controls have to be amended.
There is nothing worse than not following the guidance which ensures your health and safety.

6. السـلوكيـــات السليـــمــة 2003
غير مسموح على الأطلاق بتجاهل قواعد وتعليمات السلامة وعلى جميع موظفى شركة هاليبورتون ومقاوليها والزائرين لجميع مواقع عمل الشركة
بإتباع قواعد السلامة
يمكن تطويرأداءنا للسلامـة الصناعية من خلال توجيهاتنا المباشرة لكم
وتعزيز سلوكيات السلامة الثابتة
Halliburton's safety performance has improved year on year for the last six years.
In order to keep improving it is no longer be acceptable for us to continue to
have injuries as a result of not following the rules, signs and procedures that
are in place to protect us.
This is not confined to a Halliburton experience and it is clearly understood across
our industry that if we want to continue to improve our HSE performance then we
need to concentrate on safe behaviours and drive consistency through the
introduction and maintenance of a set of safety rules as well as ensuring adherence
to the existing signs, procedures etc.

7. السـلوكيـــات السليـــمــة 2003
قامت شركة هاليبورتون تمشيا مع المبادرات الصناعية القائمة بوضع مجموعة من سلوكيات السلامة والعمل على تنفيذ هذه السلوكيات
مســــؤوليات الســـلامـــة
السـلـوكـيات الســليـمـة
تأسيس مجموعة من السلوكيات السليمة سوف يعود علينا بالفوائد الطيبة عن طريق مشاركة إيجابية من الجميع ”بتقديم أفضل أداء“ وتقوم الشركة من جانبها بتشجيع وقبول السلوكيات العامة المتوقعة
Other operators have experienced similar incident trends and to address this they
introduced an initiative called ‘Accountability for Safety’ with a focus on what
they termed a ‘JUST CULTURE’, that is holding people personally responsible and
Accountable for maintaining safe behaviour . HWL Oman has changed the Just Culture
name to ‘Al Sulokeyat Al Salema’, which translates to ‘The Correct Behaviors’.
PDO are also reviewing the implementation of this Program in Oman and strongly
support the leading role that Halliburton is taking on this initiative
It makes sense for us to mimic this approach and further enhance it with Halliburton
Initiatives (HAL-SAFE) as any opportunity that we can take to drive common
approaches across the industry is beneficial.
There is not enough sharing of best practice and if we support a common
expectation of safe behaviours we can contribute to the overall safety improvement
across the industry. Our employees are working everywhere and simply focussing
on our own facilities is not enough.

8. السـلوكيـــات السليـــمــة 2003
مســؤوليات السـلامـة
مبادرة تعمل على تطوير أداء السلامة
تتضمن جميع الموظفين العاملين
تغطى جميع مواقع العمل
تبنى على السلوكيات
تؤثر على التدريب والأرشاد والرقابة بهدف تعزيزسلوكيات السلامة
ليس الغرض منها معاقبة الموظف
غير مقتصرة على موظفى العمليات
What this initiative is NOT about is punishment, neither is it restricted to just our
operations personnel.
What it IS ABOUT is
IMPROVING HEALTH AND SAFETY PERFORMANCE
MAKING SURE THAT EVERYONE IS INVOLVED AND CONTRIBUTES AT
EVERY LOCATION WE MANAGE.
IT IS BEHAVIOUR BASED. After all behaviour is what we want to address.
What needs to be driven is the direct supervision and management of everyone to
ensure correct safe behaviours are maintained and to that end everyone of us can coach
safety. For example we can
Set the correct example
Encourage and support others.
Pass on safety information and listen to the person you are coaching.
CARE ABOUT YOURSELF AND THOSE AFFECTED BY YOU.
We have also started the implementation of HAL-SAFE (Shaping Accident Free
Environments) in parallel and support of Al Sulokeyat Al Salema. This is providing
training on how to ‘coach’ and introduce Behaviour Observation methods
more advanced than our existing HOC program

9. السـلوكيـــات السليـــمــة 2003
مبادىء السلامة الأساسية
يكون كل فرد مسئولا مسؤولية تامة فى إتباع تعليمات السلامة
فى حالة الشك يجب أن تأخذ قواعد السلامة الأولوية فىالتصرف
يجب دائما إتباع تعليمات وتدريبات السلامة
دائما توقف وأمتنع عن السلوكيات الغير صحيحة أوعن الأهمال فى
التصرف أوعن حالات قد تعرضك للمخاطرة
يجب الأبلاغ عن جميع الحوادث وعن أية مخاطر تواجهها
وفى حالة عدم التأكد ”الرجاء تقديم تقريربمخاوفك للمسؤولين“
يجب الموافقة على العمل من قبل المسؤولين قبل القيام به
إيقاف أى عمل أو أى نشاط قد تشعر من خلاله بعدم الراحة أو
عمل لا يتصف بالسلامة
The principals listed here are fundamental to every thing we do.
They are contained within our HSE Code of Business Conduct, HMS, procedures
and policies. There is nothing listed here that should not already be known by all
of our employees and they are consistent across all of the companies we work with.
With this foundation we provide the environment for following the procedures and
rules to drive good safety behaviours.

10. السـلوكيـــات السليـــمــة 2003
السلوكيات التى يجب علينا إتباعها لتطوير وتحسين أداء السلامة ليست معقدة
تتميز سلوكيات وقواعد السلامة المتبعة داخل شركة هاليبورتون
بسهولة الأتباع
الوضوح حتى يستطيع الجميع إستيعاب وإتباع سلوكيات السلامة السـليمـة
وتصحيح التصرفات الخاطئة
تحافظ السلوكيات السليمة على حياتنا بالعمل وبالمنزل
عدم إتباع قواعد وسلوكيات السلامة يؤدى إلى وقوع الحوادث
If the causes of accidents are easily avoided then the behaviours
required must also be easily followed. We are going to introduce
10 very simple house rules that drive safe behaviours.
The behaviours have to be easily seen otherwise how can we each
contribute through observing,correcting and as importantly,
supporting the correct behaviours.
Statistically we are more likely to suffer a fatal or serious injury outside
of work. Following the proposed safety rules will help to reduce
the risks within any environment we are in.
If we had followed our House Rules last year we could have possibly
prevented 4 out of our 8 recordable (MTC,RWC,LTI) Injuries
And several of our First aid injuries.

11. السـلوكيـــات السليـــمــة 2003
قواعــد السلامـة لشـركـة هاليبورتون
أستخدم أدوات السلامة الشخصية الملائمة لكل وظيفة
10:
أستخدام أحزمة الأمان وعدم أستخدام الهاتف النقال عند القيادة 9:
ممنوع قراءة التعليمات أو أستخدام الهاتف النقال أثناء المشى 8:
عدم تعدى حواجز السلامة أو المناطق المحظورة 7: 6:
أستخدم مسند السلم عند الصعود أو الهبوط 5:
أستخدم التقنية الصحيحة للعمل اليدوى - إذا أمكن عدم القيام به يدويا 4:
أستخدم الآلة الصحيحة بالطريقة الصحيحة فى العمل 3:
يجب أن يكون مكان العمل نظيف ، منظم ، خالى من العوائق 2:
يجب إتباع علامات السلامة الأرشادية 1:
على كل موظف فى أى موقع من مواقع عمل شركة هاليبورتون بإتباع قواعـد السلامة
أمشى ولا تركض
Presenters Instructions.
Go through each rule in turn and where possible give the audience an example of an
injury experienced across the company.
Emphasize the need to follow signs and comment on how some places have too many.
2. Worst area for housekeeping is often the offices.
3. Chisels used for screwdrivers, wrong hammer for punching gaskets etc.
4. Back injury rate has reduced but hand injuries have really increased (they account
for on average over 42% of our injuries over last 3 years.)
5. People often hold on way up but not on the way down when they are most likely to be badly hurt.
6.The faster you travel greater the energy if you fall or make contact.
7. All safety signs and barriers are there for an important reason – Radiation,
high pressure, PPE required, hazardous working areas / no go zones etc
8. Look where you are going, people often rushing to meetings reading briefing notes or talking on a GSM.
9. We all know the importance of seatbelts and how they can be the difference between
life and death in the event of an accident. Crucial including passengers in the rear and especially children.
Mobile phones are distraction when driving and it is illegal!.
10. Good quality PPE available and must be used.

12. السـلوكيـــات السليـــمــة 2003
لنجاح تطبيق السلوكيات السـليـمـة ”يجب على كل فرد ما يلى“ :
1- قبول قواعد الشركة للسلامة وإعتبارها جزء لا يتجزء من حياتكم اليومية
2- قبول ملاحظات وإرشادات الآخرين بطريقة إيجابية
3- الأنتباه فى العمل والمحافظة على الذات وعلى الآخرين
4- الأبلاغ عن جميع التصرفات والحالات التى لا تتفق مع سلوكيات السلامة السليمة
5- تقدير أهمية سلوكيات السلامة العامة المتوقعة
6- الأنتباه إلى كل ما يطرأ من تطورات فى سلوكيات السلامة من أجل تحسين الأداء فى العمل
For this to be successful everyone must;
1. Accept the house rules and make them part of their normal behaviour.
2. Accept the observations and guidance of others in a positive way.
3. Actively watch out for others as well as maintaining personal awareness.
4. Report all At-Risk behaviours and At-Risk conditions.
5. Recognise the value of common expectations.
6. Be made aware of performance improvement.

13. السـلوكيـــات السليـــمــة 2003
كيفية تطبيق السلوكيات السليمة داخل شـركة هاليبورتون
تطبيق مسؤوليات السلامة لشركة هاليبورتون فى جميع مواقع عمل الشركة فى عمان 1
تعزيز وتشجيع قواعـد السلامة لشركة هاليبورتون 2
تطبيق فترة تدريب فعلية لتأسيس سلوكيات سليمة داخل الشركة 3
ملاحظات ورقابة وتفويض وتدريب 4
This is our roll out plan.
We want to make sure that everyone is aware of the initiative before going live,
probably in July, and this gives each of us time to get used to the rules and following
them. Too often we introduce things before everyone is up to speed.
Additional promotional material will be issued and we will focus on each of the
house rules as we move through the year.
We need to get to a position where they become the normal way we behave.
The overall aim is to establish a culture where the following of health and safety rules
is the norm and we accept this as part of our shared expectations. 6
رقابة وتحليل جذرى وتصحيح
قم بتطبيق مسؤوليات السلامة والسلوكيات السليمة فى شركة هاليبورتون 5

14. السـلوكيـــات السليـــمــة 2003
تطبيق قواعد السلامة على فترات منتظمة وتعزيزسلوكيات السلامة سوف يعمل على تحقيق قواعد الشركة فى تطبيق سلوكيات سليـمـة
لتطبيق قواعـد السـلامة يجب زيادة الأهتمام على ما يلى :
تدريب وتعليـم
إرشــاد ونصح
تشجيع
مراقبة فعالة
تمشيا مع القوانين والأجراءات التأديبية
إذا تطلب الأمر
This initiative introduces nothing new. It will be used to focus on ensuring that we do
what we say we will.
If necessary for extreme cases, failure to comply with safety requirements will lead
to the application of the disciplinary process.
We need to see safety compliance in the same light as disciplinary or financial
compliance and manage it in the same way
The green square is drawn larger on purpose as this conveys the side we
want to increase our focus on. Coaching, mentoring etc HAL-SAFE as previously
Mentioned.
تسرى القواعد السابقة على أى فرد أومجموعة يقوم بخرق قواعـد السـلامـة

15. السـلوكيـــات السليـــمــة 2003
توفير الحماية لكل موظف والتأكد من إتباع تعليمات السلامة
إشراف وتدخل قسم الموارد البشرية – إذا تطلب الأمر
يحق لكل موظف أن يقدم تظلمه إلى مستوى إدارى أعلى - إذا تطلب الأمر
يحق مرافقة الموظف – إذا تطلب الأمر
يتم تعريف الموظف بطبيعة الشكوى المقدمه ضده
يحق للموظف مناقشة كل ما هو منسوب إليه
Discipline is always the last resource but must exist to ensure that
accountabilities are maintained.
HR are involved throughout process.
If employee disagrees with outcome of discipline process he can request
involvement from next level of management in Oman.
Employee can be accompanied by colleague / supervisor / HSE representative
through disciplinary process.
Employee involved prior to any decision made.
Full Investigation is required to identify why or were the failure occurred.
NOTE: Shell UK and Halliburton UK have seen less injuries occur in
2002 but there has been NO INCREASE IN DISCIPLINE – Remember
this is not a program about discipline
لا يتم إتخاذ أى إجراء تأديبى دون التحقق فى الأمر

16. السلوكيــات السـليـــمــة 2003
نعـم
سوء تصرف جسيم
تصرف متعمد
نتيجة متعمدة
تخريب/تصرف متعمد
الطرد من العمل
خرق متعمد للقوانين
تعليمات واضحة لا
خرق نتيجة الأهمال
خطأ ناتح عن خلل
السبب الجذرى الصحيح
النجاح فى الأختبار البديل
عيـوب
التدريب
الأختبار
الكفاءة
الأشراف
خطأ ناتج عن إهمال
خطأ من النظام المتبع
نعم
خرق تعليمات السلامة سابقا
التدريب المطلوب
عدم توجيه اللوم
إنذار كتابى وخصم فى الراتب
إنذار كتابى
تحذير شفهى
الأستشارة
النهاية
التدريب والتعليم والأرشاد والتشجيع والرقابة
Presenters instructions:
Walk through this process chart and emphasize that the managers and
supervisors will apply disciplinary measures as appropriate and normal.
There is no level of misdemeanor matched to a subsequent level of
punishment. The use of the appropriate interventions is up to managers
and supervisors.
Worth mentioning the substitution test where an assessment can be made
in that given the same circumstances would you have made the same
decisions and carried out the same behaviours?
Note: This process does not apply to the HOC process, it is imperative
That we continue to report all At-Risk behaviours and At-Risk conditions.
When we need to change behaviours ‘coaching’ is the first method.
OPAL (includes PDO) are currently working with the Ministry of Labour to establish
revised ‘Disciplinary Regulations’ in Oman. There recommendation is also to include the
use of coaching depending on type of violation etc.
This process will not be used unless the employee has attended this presentation

17. السـلوكيـــات السليـــمــة 2003
1- مسـؤوليات السلامة ما هى إلا عملية بسيطة ”يمكن لكل موظف أن يقوم بها“
2- تطبيق سلوكيات السلامة المدرجة فى ”قواعد شركة هاليبورتون“
سوف يطور من أداء العمل
3- تعمل على تعزيز سلوكيات السلامة السليمة والأداء بصورة إيجابية تتماشى
مع قواعد وإجراءات ومعلومات السلامة
4- إذا أقتنع كل فرد منا بأن السلامة هى ”القيمة الحقيقية“ للمحافظة على حياتنا وحياة
الآخرين - فسوف يعمل كل منا على تطبيق قواعد السلامة فى العمل وفى المنزل
5- إذا قمنا بالمحافظة على السلامة فى جميع أعمالنا فسـوف ننعـم جميعا بما تعوده
علينا مسـؤوليات السـلامـة
REINFORCE THE ABOVE MESSAGES> WE ALL NEED TO PLAY OUR PART.